According to Mullins (2010) It is important that staff themselves should also feel a sense of involvement and know how they can play their part in achieving the goals and objectives of the organisation. They should be given ‘ownership and partnership’ in the training process.
There should be a clear set of objectives and a defined policy for training. This will enable the design of a carefully planned programme of training. The programme should address such questions as: Who is to be trained and why? What should they be taught? How and where should the training be undertaken, and by whom? How will the training be assessed and evaluated? The expected results of training should be understood clearly and realistically and be seen as reasonably attainable. Wherever possible, desired object-ives should be stated in behavioural terms such as: Exactly what, after training, should the trainee now be able to do?
Group work is your organization fulfill the above questions? As worker what is your role in the selection of training? Is training according to workers skill gap in your organization?
According to Mullins (2010) It is important that staff themselves should also feel a sense of involvement and know how they can play their part in achieving the goals and objectives of the organisation. They should be given ‘ownership and partnership’ in the training process.
There should be a clear set of objectives and a defined policy for training. This will enable the design of a carefully planned programme of training. The programme should address such questions as: Who is to be trained and why? What should they be taught? How and where should the training be undertaken, and by whom? How will the training be assessed and evaluated? The expected results of training should be understood clearly and realistically and be seen as reasonably attainable. Wherever possible, desired object-ives should be stated in behavioural terms such as: Exactly what, after training, should the trainee now be able to do?
Group work is your organization fulfill the above questions? As worker what is your role in the selection of training? Is training according to workers skill gap in your organization?
Pallavi Gupta is seeking a challenging role that utilizes her 2.8 years of experience in manual testing. She currently works as a Quality Engineer at Crestech Software Systems in Noida. Previously, she worked as a QA Consultant at IqueSoft Pvt Ltd. She has experience in web, mobile, API, and black box testing. She is proficient in test case development, execution, defect tracking, and ensuring compliance. She has knowledge of Agile methodologies and tools like Jira, Bugzilla, and Mantis. She has experience in domains like insurance, ecommerce, banking, and retail.
The document outlines a Christian Impact Mission community transformation model for developing communities based on six dimensions: religion, social, economic, political, technological, and environmental. The model focuses on mobilizing communities through adaptation, empowerment, and overcoming barriers. It promotes strategies like water harvesting, organic farming, conservation methods, and high-value crops to achieve food security, wealth creation, and natural resource management. The model also emphasizes gender roles, research and innovation, market linkages, value addition, investment, nutrition, advocacy, and achieving food/water security. It has been replicated in parts of Kenya, Tanzania, and Rwanda but faces challenges in attracting donors due to its focus on human development over service delivery. The document
- Ethiopia has been nominated to host the 2018 International Sugar Organization Summit.
- The CEO of Ethiopia's Sugar Corporation has been elected Deputy Chairman of the council of the London-based International Sugar Organization starting in June 2017.
- Ethiopia's nomination recognizes its efforts to boost sugar production capacity and join the international sugar market.
The annual Plant & Process Conference for the sugar sector was held in July 2019 with over 200 participants. Discussions were held on the past 10 years' performance reports of sugarcane production and factory productivity. The conference also discussed the 5-year and 3-year roadmaps for sugarcane development and factory operations to increase production and productivity. Research findings of 4 new local sugarcane varieties were also released, which have benefits like higher yields and shorter harvest times compared to existing varieties.
The document provides an overview of Ethiopia's sugar industry, including its history and current state. It discusses how the industry began in 1951 with the establishment of a sugar factory in Wonji. It now includes 4 operational sugar factories (Wonji Shoa, Metehara, Fincha, and Tendaho) as well as 2 under construction. The Ethiopian Sugar Corporation was established in 2010 to oversee sugar development activities and efforts to expand the industry across several regions of Ethiopia. The country has natural advantages for sugar production, including suitable climate and abundant land and water resources.
The document provides an overview of investment opportunities in Ethiopia's sugar industry. It discusses Ethiopia's macroeconomic environment and competitive advantages for sugar production. Specifically, Ethiopia has over 1 million hectares of suitable land for sugarcane, abundant water resources, and a favorable climate that allows for high sugarcane yields. The government is working to expand the sugar sector by increasing production capacity across existing and new sugar factories nationwide to develop the industry and export surplus sugar.
- The document summarizes the inauguration of the Omo Kuraz Sugar Factory Three in Ethiopia. It discusses the history of sugar production in Ethiopia beginning with the first factory established in 1954.
- It describes how the Dutch company HVA established the first sugar factory in Wonji, Ethiopia after fleeing wartime Indonesia. This helped launch Ethiopia's sugar industry.
- The article highlights that the inauguration of Omo Kuraz Sugar Factory Three raises the number of operational sugar factories in Ethiopia to eight and will help increase domestic sugar production capacity.
This document provides information about opportunities in Ethiopia's sugar industry for investors. It notes that Ethiopia established its first sugar factory in 1954 and has since developed additional factories, but still has untapped potential for expansion. The government is working to increase annual sugar production to over 2 million tons through constructing new factories. Investors can participate through sugar cane planting, processing, factory construction and management. The country has suitable land, water resources, infrastructure and policy support to attract investment in developing its sugar industry further.
Sugar Corporation is preparing to export sugar, by-products, and diversified products competitively. It has signed agreements with Ethiopian Standards Agency and an ethanol company in Germany to produce ethanol. It is also registering its brand and certifying product quality. Kessem Sugar Factory paid over 6 million Birr to sugarcane outgrower associations for their deliveries. Sugar Corporation is expanding into cattle fattening and the diversified products section has started operations at Wonji Shoa and Tana Beles sites.
The document provides an overview of Ethiopia's sugar industry, including its history, current state, and strategic framework. It details the establishment of the first sugar factories in the 1950s and discusses the industry's expansion over time with additional factories built. The current Sugar Corporation was established in 2010 and oversees industry development, with a vision of making Ethiopia one of the top 10 sugar producers globally by 2023. It is working to expand production capacity through new factories and increasing sugarcane cultivation land across several regions of Ethiopia.
The sugar industry in Ethiopia has grown significantly between 1990/1991 and 2014/2015. There were originally two sugar factories producing 1 million quintals of sugar annually with no ethanol or electricity production. By 2014/2015 there were five functioning sugar factories producing 4 million quintals annually along with 19 million liters of ethanol and 31 megawatts of electricity sent to the national grid. Land for sugarcane increased from 15,501 hectares to 95,760 hectares and the number of employees grew from 11,452 to around 62,000. Social services and infrastructure around sugar development areas increased from 31 to 255 institutions.
The new organizational structure implemented by the Sugar Corporation aims to ensure sustainability in the sugar industry sub-sector. Speaking about the new structure, Deputy CEO Bezabih Gebreyes said there is a need to compete in the sugar industry as it is a source of foreign exchange. He emphasized the importance of the new structure and preparations to compete internationally. Construction of the Omo-Kuraz Sugar Factory II has reached 58% completion and is expected to be finished by 2017 to begin sugar production. The new organizational structure is expected to help use labor more effectively and harmonize work between the Corporation, factories and projects.
The document provides information on coordinated efforts to achieve sugar development goals in Ethiopia. It discusses meetings held between stakeholders to discuss obstacles and how to work harmoniously. It also summarizes recent agreements signed with an Israeli company to implement drip irrigation techniques at Welkayit, and between the Sugar Corporation and labor union. Additionally, it outlines positive impacts of large irrigation schemes in mitigating the effects of El Nino drought conditions on sugarcane production.
1) The Ministry of Government Development Agencies promised to support the Sugar Corporation in attaining its goal of becoming one of the top 10 sugar producing countries by 2023. This includes providing capacity building assistance and establishing a monthly stakeholder forum.
2) The Tana Beles Sugar Development Project has created over 18,000 jobs for the local community, benefiting the economy.
3) A meeting was held to discuss challenges with good governance at the Sugar Corporation and potential solutions. Problems included a lack of transparency, accountability and regular discussion forums. Establishing strong legal, audit and ethics departments was recommended to address issues.
The document summarizes the Ethiopian Sugar Corporation's achievements during the first Growth and Transformation Plan (GTP), as well as its plans for the second GTP. Some key points:
- During the first GTP, the corporation created over 350,000 jobs and plans to create over 1.15 million jobs in the second GTP. Sugar production increased from 3.7 to 42 million quintals by completing new factories.
- It plans to earn $1.3 billion annually from sugar exports and increase power generation from byproducts to 709.5 megawatts.
- Social services like schools, health clinics, and roads were built near development areas, benefiting over 350,000 people. Training was provided
- The document summarizes recent developments in Ethiopia's sugar industry, including the inauguration of the Arjo Didessa Sugar Factory and Kessem Sugar Factory beginning production tests.
- It discusses how the sugar factories are benefiting nearby Afar pastoralists by providing jobs, opportunities to be sugarcane outgrowers, and improved access to social services and infrastructure.
- The lives of pastoralists near the Omo-Kuraz Sugar Development Project are also improving as they receive irrigated land, food security, and access to education and jobs through the project's activities.
The document summarizes recent visits by the Ethiopian Prime Minister and other officials to sugar development projects in Ethiopia. It also provides updates on:
- The Prime Minister visiting the nearly complete Tendaho Sugar Factory and Wolkayit Sugar Development Project, noting benefits to local pastoralists.
- A discussion being held regarding the upcoming Omo-Kuraz No. 3 Sugar Factory and benefits to surrounding communities.
- Tendaho and Kessem Sugar Factories creating jobs and opportunities for local Afar pastoralists, including positions and land for growing sugarcane.
- Ethiopia's Sugar Corporation launching the implementation of a Balanced Scorecard system across its operations to help achieve its vision.